79 in 2003 to 7.27% in 2009. In addition, Revenue Per Employee increased from $176,089 in 2003 to $192,618 in 2009. Wal-Mart has defined a series of internal strategies that allow them to capitalize on asset efficiencies and coordinate them to increase profits over the long-term. An example of this type of strategy is the reliance on continual supplier relationship management significantly improving the company's asset turnover from 10.38 in

Data Warehousing and Mobile Computing Walmart is the largest company in the world with the estimated one million customers every hour and more than 100 million customers every week. A large number of customer and gigantic supply chain make the company start using the RFID system to track moving items and manage the supply chains. However, the RFID produces gigantic datasets, which may be challenging to store in the relational database.

" Wal-Mart uses high technology to effectively plan and schedule workers shifts. Currently, Wal-Mart boasts 1.2 million workers throughout the world and has been in existence for 43 years (Grant, 2005) HR departments at the different stores and the management constantly ensure that every store has the optimized number of employees to handle the transactions and sales in the store. In the past retailers had permanent employees. Now, Wal-Mart is increasingly

Diversify or Not to Diversify Wal-Mart Corporation (NYSE: WMT) and K-Mart, who is privately held, both have extensive investments in merger, acquisition, joint venture and global market development programs and initiatives. Both companies have had exceptional success with their diversification strategies domestically and internationally. Yet both have also faced very significant challenges and failures too. The intent of this analysis is to compare and contrast the two businesses, analyze the

But when it just recently occurred in 2004 at a store in Jonquiere, British Columbia, the reader must appreciate that a real battle had been won. The original efforts of that particular store for example had the local labor Commission reject certification by a margin of 74 to 65. When the union announced that it won the coveted certification at Quebec, it was quite a blow to the retailer.

While their backgrounds and personal beliefs are very different, they never take each other for granted. They are encouraged to express their thoughts and ideas and to treat each other with dignity. Service to their Customers -- customers are the reason that they are in business, so they believe that they should treat them that way. They offer quality merchandise at the lowest prices, and do it with the best